When Board members won't acknowledge alternatives
By Julie Adamen

You hear it all the time, from your spouse, children, friends, co-workers and sometimes from your boss. The most annoying time is when you hear it from your Boards. Why? Because we are fixers!

"Yeah, but… If we fund reserves we'll have to raise assessments."
"Yeah, but… If we enforce the collection policy it will be mean spirited."
"Yeah, but… If we paint the unit a different color, it may be updated but the older residents won't like it."

Every manager has had the experience. You bring forth an issue which needs to be addressed by the Board and then you get the "Yeah, but…"s ("yabuts"), meaning they acknowledge the issue; however, it's likely not going to be addressed any time soon. Note I said "likely not." Being fixers, though, we get sucked in because of the affirmative “Yeah,” and our ignoring of the "but…", which then proceeds to cause us to spin our wheels needlessly, involved in a project that has no hope of accomplishment. How do you determine whether or not you should spend time pressing forward with the issue (one you assume you can help/fix it), or move on to other pressing issues that can be resolved in a timely manner? First, you need to determine why your Board is giving you the "yabuts." Then you can appropriately and intelligently triage issues for your time.

Why the "Yabuts"?

Political paralysis. For those who have little experience in the public arena, just having a position on the Board can be uncomfortable. A more difficult step is requiring this member to make any tough decisions that will actually affect their neighbors, it is simply untenable to them. Can you fix this? Sometimes. But in reality the Board members need to grow in their position and that may take some time or never happen, even with your help. Let this pass and work toward a revisit in the future.

Increased workload. Any change that is going to cause a disruption in the normal daily discourse of the community association will by its nature increase the workload of the BOD. Phone calls, emails, being hailed and stopped at the mailbox or the elevator by owners wanting to bend their ear all take time. New Board members are usually in shock over the amount of time it takes to be a Board member anyway, let alone when something controversial comes down the pike. Can you fix this? No. They have to accept the workload, and that acceptance may, or may not, come.

Not enough information on which to base a decision. Perhaps the issue came up at a Board meeting a little early in the process. Or, perhaps the manager was travelling at Mach 10 and the Board at 55mph, and the manager expected the Board to make a decision based simply on their recommendation without back up documentation. This is where you come in, managers. Information is your strong suit. Can you fix it? Yes. Better information planning and delivery is the key. Ensure your Boards are informed with appropriate and timely information.

They are in denial that there is a viable solution. You've brought the Board three different solutions to mitigate a problem and yet they simply will not acknowledge the viability of those solutions (You know it when you hear the "yabuts" followed by mumbled words and/or incoherent reasoning). Essentially the Board is abstaining from decision making. Denying that there is a viable solution to a particular problem keeps the Board 'safe' from reality, but not responsibility or from liability. Making decisions means taking responsibility, managing risk and hopefully mitigating liability. Can you fix it? Maybe. However, your real fix is to help the Board grow. Encourage your Board to attend industry functions where there are other Board members. Once they know they aren't alone, and that their issues have been faced by others who lived to tell the tale, they may be more inclined to make decisions.

They don’t want change. I find that most people are uncomfortable with change and Board members are no different. "Yabut" keeps thing just as they are. Acknowledging there is a solution, or a different course of action to be taken involves doing things differently from the current entrenched methods. Not everyone can deal with it. Can you fix it? No. Keep your head down and do what you can.

The Board (member) is being realistic. They know any change or fix of the problem would never make it out of committee, or past the entire Board. Or, they know whatever change or fix of the would cause so much upset among the populace that action simply isn't feasible. This is crucial for you, the manager, to understand because the Board member has an entrenched perspective that the manager cannot have (because you don't live there amidst the social politics of the community). But you can glean this perspective if you are paying close attention. This "yabut" has legitimacy. Can you fix it? No, it is what it is.

"Yabuts" and time management: Check your list

Listen and understand. When faced with "Yabut…" listen carefully to the reasoning the Board (or Board member) gives you. Are they resistant to a particular solution because of something you can fix, such as they don’t have enough, or the right, information? Or is the Board entrenched in a position due to political paralysis, or simple denial? Understanding their reasoning will allow you to walk away from issues you cannot affect and focus on those you can. (See "The 20% Solution" ).

Liability issues. If the Board is in denial about liability, bring in an outside expert such the insurance agent, the attorney or your executive - or all of them. Boards or Board members seldom "yabut" one of these folks. However, if they do, you know you have done all you can to mitigate the situation and their intransigence. Make a note of your recommendation in the minutes, memo the Board and cc the appropriate expert. Can you fix it? No, you can't save them from themselves. Move on, staying aware of these, or other, liabilities.

Terminal Yabuts

We've all had one - or more - association(s) with a terminal case of the "yabuts." Likely they have little political temerity resulting in a sundry of “non-decisions” that cause bad cash flow and the resultant damage thereof. There isn’t much you can do with these associates but provide the basic service for which they pay.

And now the manager says: "Yeah, but… I think I can change them!"

Why are we taken in and keep trying? First, it's in our nature as good Type “A” people to make positive things happen. The very words "Yeah, but…" draw us in, because one-half of the statement is positive: "Yeah" acknowledges what you have brought to their attention as a reality. The second word is the most key because when you hear "but…" think, <MASSIVE ROADBLOCK HERE>. Only occasionally can you find your way around this roadblock. The key is to understand whether or not you can overcome the root cause of the "yabuts". What needs to be done may not be possible at this time for that Board. You, and they, should move on to what is possible. Give the fixer in you a break, and make better use of your and their time. Be ultimately more productive by affecting what you can, not just what you want.

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